NILESH GOYAL

8/2/2019 NILESH GOYAL

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SUMMER TRANNING

PROJECT REPORT

ON

TRAINING

AND DEVELOPMENT

IN

Sidharth Papers Ltd (Unit-2)

(FOR PARTIAL FULLFILMENT OF MBA DEGREE

PROJECT GUIDE:SUBMMITED BY:

External Guide - Mr. SANJAY KUMARNILESH GOYAL

Internal Guide Mrs. Nimisha AgarwalMBA III SEM

INSTITUTE OF MANAGEMENT AND TECHNOLOGY

(Affiliated by Uttarakhand Technical University, Dheradun)


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ACKNOWLEDGEMENT

I would like to thank first of god to complete my project without any

interventions. Next to Sidharth Papers Ltd (Unit-2), Kashipur for giving me this

opportunity to do my summer training project there. The employee and the staff

had very supportive and have helped me in every possible way to finish the

project. I would like to special thanks Mr. Sanjay Kumar who is asst. personnel

officer in Sidharth (Kashipur) for guiding me and spending time with me on this

project. I thank them for sharing all kinds of human resource information related

to Training & Development with me and providing me with support material

from library. This project has helped me clearing human resource fundamental

and has taught me some very important concept about recruitment and selection

process in industries, which no book could have given me Training at Sidharth

was very good, learning experience for my professional career and it will always

help me in the future.

I would also like to thank my parents, brothers, daughter, friends, and

well wisher who contributed and encourage me in development of this project.

NILESH GOYAL

M.B.A 3rd Sem.


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PREFACE

With the help of this project I have come to

know that mere knowledge is not enough to understand the

human behavior and the how the company recruit and search

talent to perform the job in their organization. The summer

training project has helped me to understand a few very

important concepts that in todays world are required and make

business do well.

Education imparts enlightenment but training

polishes the personalities of an individual. The Institute directed

me to undertake summer training project in Sidharth (Kashipur)

and prepare a report.

The whole project is divided in five segments:

o First segment consists of introduction, Objective of studies,

Research Methodology, scope of study.

o Second segment consists of industrial profile, Company

profile.

o Third segment consists about training & development,

o Fourth segment consists about Data analysis and

interpretation and finding.

o Fifth segment consists of Recommendation and

suggestion.


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STUDENT DECLERATION

This project has been under taken in partial fulfillment of the

requirement for the award of the degree of Master in Business

Administration of Uttarakhand Technical University Dehradun.

This project was executed during the fourth semester

under the supervision of Sanjay Kumar Further, I declare that

this project is my original work and analysis and finding are for

academic purpose only. This project has not been Presented in

my seminar or submitted elsewhere for the award of any

degree or diploma.


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INDEX

CHAPTER- 1

1. Company Profile

CHAPTER- ll

1. Introduction2. Objective

3. Research Methodology

4. Limitation of Study

5. Scope of Study

CHAPTER -III

1. Training and Development

2. Process of Training

3. Input in Training

CHAPTER- lV

1. Data analysis and Interpretation

2. Findings3. Suggestion

4. conclusion

CHAPTER-V

1. Questionnaire

2. Bibliography


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COMPANY PROFILE

In 1988 Sidharth Papers Ltd. was incorporated by MR. Jitendra Kumar

a well known name in Paper Industries having in hand experience of more than

23 years along with MR. Sushil Kumar, who is having very good experience of

Marketing in Paper Industries of more than 15 years in Kashipur in District

Udham Singh Nagar for manufacturing of Duplex Papers.

The mill is located near 7-Km stone on Kashipur Moradabad Road

on a land measuring about 2.5 HECTARES. At present the Paper Mill is

manufacturing Kraft Paper of approximate 20-25 TPD. It employs about 95

workers i.e. 45 skilled and 50 unskilled.

SALIENT FEATURES

MANUFACTURES : Duplex PAPER

CAPACITY : 30 TPD

CAPACITY UTILIZATION : 67 %

NATURE OF PRODUCTION : CONTINUOUS PROCESS

GRAMMAGE RANGE : 80-180 G.S.M

MACHINE DECKLE : 2350 MM


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TRIM DECKLE : 2200 MM

RAW MATERIAL : WHEAT STRAW, BAGASSE AND

PADDY HUSK

OPERATING SPEED : 80-150 MTRS/MINUTE

DESIGN SPEED : 175 MTRS/MINUTE

MACHINE MAKE : RUBY MACONS VAPI (GUJRAT)

DETAILS OF MACHINERY


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PULPING SECTION

ITEM QTY.

1. CONVEYOR BELT 01

2. HYDRO PULPER 6 CU.M. 01

3. CHEST AGITATOR 05

4. H.C.PUMP 100/150 06

5. PUMP 150/100 (F) 01

6. POTCHER WASHING DRUM S.S. 2 M X 2 M 02

7. H.D. CLEANER 1000 LTR. 01

8. TURBO SEPARATOR T-500 01

9. TURBO SEPARATOR T-300 01

10. REGULATING BOX 01

11. CENTRI CLEANER 3000 LTRS. WITH 02

HEADER, SUPPORT & VALVE

12. CENTRI CLEANER 2000 LTRS. WITH 01

HEADER, SUPPORT & VALVE


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13. CENTRI CLEANER 500 LTRS. BARE 01

WITH ELLUTATOR.

14. F-2 PUMP 01

15. F-3 PUMP 01

16. F-4 PUMP 01

17. THICKENER 3 M X 1.5 M 01

18. THICKENER 2 M X 1.2 M 01

19. VIBRATING SCREEN 2 M x 1 MTR. 01

20. TRIPLE DISC REFINER 18 DIA 03

21. REGULATING BOX (S.S. CONSTRUCTION) 01

PAPER MACHINE SECTION


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1. HEAD BOX (S.S) 01

2. FOURDRINIER PART 20 MTRS. 01

3. PRESS SECTION 02

4. DRYER CYLINDER 13

4. M.G.SECTION FRAMINGS 01

5. M.G.CYLINDER 14' DIA 01

6. POP REEL 01

7. REWINDER 01

8. PAPER MACHINE DRIVE 05

9. REELING SHELL 06

10. FRESH WATER PUMP 01

11. BACK WATER PUMP 01

12. COUCH PIT PUMP 01

13. TRAY WATER PUMP 01


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INTRODUCTION


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As we know that in todays competitive world its very tough for

every organization to compete to others. In any organization

human capital is most important factor to compete to this

situation. Human resource affects every part in an organization.

So today every org. very attention to search the talent pool for

their organization Training & Development is so an important

exercise to a personnel manager. Every year a number of

companies becomes bankrupt due to their poor performance.

Presently number technique available to judge the current

position of the business.

Summer training is an activity where the person is

trained for a person is trained for a present job. It improved the

performance of a person towards the society and also towards

the Organization.

I have taken this project to enhance or to gain

knowledge in the field of human resource management in an

organization. I had completed my training from Sidharth paper

ltd, (Kashipur).


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1.1 OBJECTIVE OF THE STUDY

The project Training & Development process in SIDHARTH

to fulfill the following objective:

To understand about the Training & Development

process of the company.

To search the company performance and their

talent pool requisition.

To indicate the true efficiency.

To understand the employees thinking towards the

present Training policies of the company.


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1.3 RESEARCH METHADOLOGY

MEANING OF RESEARCHResearch in common parlance refers to a search for knowledge.

It is a Careful investigation or inquiry specially, trough search

for new facts in any branch of knowledge. In other words,

research comprise defining and ride fining problems,

formulating hypothesis or suggested solutions, collecting,

organizing and evaluating data , making deductions andreaching conclusions, and at last carefully testing the

conclusions to determine whether they fit the formulating

hypothesis.

TYPES OF RESEARCH

The basic types of research are as follows:-

(1) Descriptive vs. Analytical

(2) Applied vs. Fundamental

(3) Quantitative vs. Qualitative

(4) Conceptual vs. Empirical


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RESEARCH PROCESS

Research process consists of series of actions or steps

necessary to effectively carry out research. The following

diagram shows the research process-

DEFINE RESEARCH PROBLEM

REVIEW OF LITERATURE

REVIEW CONCEPTS AND THEORIES

REVIEW PREVIOUS RESEARCH

FINDINGS

FORMULATE HYPOTHESIS

DESIGN RESEARCH

COLLECT DATA (EXECUTION)

ANALYSE DATA

INTERPRET AND REPORT

F

F

F

F

F

F

F

F

SUGGESTIONS AND CONCLUSION


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Data Collection Methods

In order to justify the objective a two fold market research had

been undertaken, for the purpose-

Primary data was collected, through the means of

questionnaire, direct observation method, structure and

informal inept the interviews. The data collected was both

quantitives and qualitative.Secondary data was also collected on the basis of

requirement, convenience and availability of data.


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Sampling Size:

In order to draw any conclusion the sample size should be as

large as possible but on the other hand limited time and

manpower restricted the sample size to 45 employees

(mangerial & operational) choosen in a manner so as to get

appropriate results related to employees working efficiency

whether they require training or not and see their overall

development.

Targeted Respondents:- In case of retains they were A & B

class employees who were indulged in manufacturing of paper

in the Company.


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1.4 LIMITATION OF STUDY

1-This project is based on the method of Training and

development policies and due to constraint of time is not

possible to work on all tools and techniques of Training &

Development policies.

2- The data collection is also limited.

3- This project report is based on my own perception and

finding so it cannot used for generalizing purpose.

4-Data are extracted from various employees and

secondary sources so any error in the statement will

subsequent effect the company T&D process.


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1.5SCOPE OF STUDY

1-It provides useful information for the research and also

introduces the researcher to the particle problem faced in a

company.

2- This project work is very important to the management

student to gain experience.

3- This project work also provides useful information about the

company.

4- This project is based on human resource management, so its

benefit for human resource student.


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CONCEPT FRAME WORK OF THE TOPIC

What is Training?

Training is a learning experience in that it seeks a relatively

permanent charge in an indivi9dual that will improve his ability

to perform on the job. We typically say training can involve the

changing of skills, knowledge, attitudes or social behavior. It

may mean changing what employee knows how they work,

their attitudes toward their work or their interaction with co-

workers or their supervisor.

For our purposes, training will be presented as it applies

primarily to operative employees in the organization .By that

we mean production, clerical and maintenance workers .our

emphasis here is on the development of those employees who

do not supervise the activities of others. What an organizationcan do to develop supervisory and managerial employees.


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Nature of Training and Development

In simple words, training and development refers to the

imparting of specific skills, abilities, knowledge to an employee.

A formal definition of training and development is determined

as follows:

It is any attempt to improve current or future employee

performance by increasing an employees ability to perform

through learning, usually by changing the employees attitude

or increasing his or her skills and knowledge.

The need for training and development is determined by

the employees performance deficiency, computed as follows:

Training and development needs =

Standard performance Actual performance

We can make a distinction among training, education and

development. Such distinctions enables us to acquire a better

perspective about the meaning if the term training. Which

refers to the process of imparting specific skills, Education, on

the other hand is confined theoretically learning in

classroom.To distinct more, the training is offered in case of

operatives whereas development programs are conducted for


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employees at higher levels. Education however is common to all

the employees.

Purpose Of Training In The Organization

The need for the training of employees would be clear

from the observations made by the different authorities.

1. To Increase Productivity:

Instruction can help employees increase their level of

performance on their present assignment. Increased human

performance often directly lead to increased operationalproductivity and increased company profit. Again, increased

performance and productivity, because of training, are most

evident on the part of new employees Who are not yet fully

aware of the most efficient and effective ways of performing

their jobs.

2. To Improve Quality:Better informed workers are less likely to make operational

mistakes. Quality increases may be in relationship to a

company product or service , or in reference to the intangible

organization employment atmosphere.

3. To Help A Company Fulfill Its Future Personnel

Needs:


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Organizations that have a good internal educational program

will have to make less drastic manpower changes and

adjustment in the event of sudden personnel alternations.

Alternations. When the need arises, organizational vacancies

can more easily be staffed from internal sources if a company

initiates and maintains an adequate instructional program for

both its non-supervisory and managerial employees.

4. To Improve Organizational Climate:

An endless chain of positive reactions results from a well

planned training program production and product quality may

improve financial incentives may then be increased; internal

promotions becomes stressed, less supervisory pressure

ensure and base pay rate increases result. Increased morale

may be due to many actors, but one of the most important of

these is the current state of an organizations educational

endeavor.

5. To Improve Health And Safety:

Proper training can help prevent industrial accidents. A safe

work environment leads to more stable mental attitudes on the

part of employees. Managerial mental state would also improve

if supervisors know that they can better themselves through

company-designed development programs.

6. Obsolescence Prevention:

Training and development programs foster the initiative

and creativity of employees and help to prevent manpower

obsolescence, which may be due to age , temperament or

motivation , or the inability of a person to adapt him self to

technological changes.


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7. Personal Growth:

Employees on a personal basis gain individually from their

exposure to educational experiences. Again management

development programs seem to give participants a wider

awareness an enlarged skill and enlightened altruistic

philosophy and make enhanced personal growth possible.

TRAINING METHODOLOGY

On The Job Training

The most widely used methods of training take place on the

job. This can be attributed to the simplicity of such methodsand the impression that they are less costly to operate. On the

job training places the employees in actual work situation and

makes then appear to be immediately productive. It is learning

by doing. For jobs that there are difficult to simulate or can be

learned quickly by watching and doing on the-job training

sense.


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Apprenticeship Programmes

People seeking to enter skilled tradesto become for

example, Plumbers, electricians, or iron workers-are often

required undergoing apprenticeship training before they are

accepted to journeyman status. During the apprenticeship

period, the trainee is paid less then a fully qualified worker.

Apprenticeship programs put the trainee under the

guidance of a master worker. The argument for apprenticeship

program is that the required job knowledge and skills are so

complex as to rule out anything less than a long time period

where the trainee understudies a skilled master journeyman.

Job Instruction Training

Job instruction training (JIT) proved highly effective and

become extremely popular. JIT consists of four basis steps:

1. Preparing the trainees by telling them about the job and over

coming their uncertainties.

2. Presenting the instruction giving essential information in a clear

manner.

3. Having the trainees try out the job to demonstrate their

understanding.

4. Placing the workers into the job on their with a designated

resource person to call upon should they need assistance.

OFF The job training

Off -the job training cover a number of techniques-

classroom lectures, films demonstrations, case studies and

other simulation exercise and programmed instruction. The

facilities need for each of these techniques vary from a small

makeshift classroom to elaborate development center with


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large lectures halls supplemented by small conference rooms

with sophisticated equipment two way mirrors and all the frills.

Classroom Lectures/Conferences

The lecture or conference approach is well adapted to

conveying specific information-rules, procedures, or methods.

The use of audiovisuals or demonstrations can often make a

formal classroom presentation more interesting while

increasing retention and offering a vehicle for clarifying more

difficult points. The lectures liabilities include possible lack of

feedback and the lack of active involvement by the trainees .

Films

Motions pictures can be a useful training technique.

Whether purchased from standard films distributors or provide

information and explicitly demonstrate skills that are not easily

presented by other techniques. Motion pictures are often used

in conjunction with conference discussions to clarify and amplify

those points that the films emphasized.

Simulation Exercises

Any training activity that explicitly places the trainee In an

artificial environment that closely mirrors actual working

conditions can be considered a simulation. Simulation activities

include case exercise, experiential exercises complex computer

modeling and vestibule training.


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Experimental Exercises

Experiential exercises are usually short, structured learning

experiences where individuals learn by doing. For instance,

rather than talk about interpersonal conflicts and how to deal

with them, experiential exercises could be used to create a

conflict situation where employee have to experience a

conflict personally and work out its resolution . After completing

the exercise, the facilitator or trainer typically discusses what

happened and introduces theoretical concepts to help explain

the members behavior during the exercise.

Computer Modeling

Complex computer modeling simulates the work

environment by programming a computer to imitate some of

the realities of the job. Computer modeling is widely used by

airlines in the training of pilots. The computer simulates the

number of critical job dimensions and allows learning to take

place without the risk or high costs that would be incurred if a

mistake were made in a real- life flying situation. An error

during a simulation offers an opportunity to learn through ones

mistakes. A similar error under real-life conditions might cost a

number of lives and the loss of a multimillion-dollar aircraft-

quite a high price for a learning exercise.

Vestibule Training

In vestibule training, employees learn their jobs on the

equipment they will be using, but the training is conducted

away from the actual work floor. In the 1980s many large retail


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chains train cashier on their new computer cash registers-

which are much more complex because they control inventory

and perform other functions in addition to ringing up orders-n

specially created vestibule labs that simulated the actual

checkout-counter environment

Training Process

The steps of Training Process are as under:


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INPUT IN TRANING AND DEVELOPMENT

Any training and development program must contain

inputs enable the participants to gain skills, learn theoretical

Organizational

Objectives and

Assessment of

Training Needs

Establishment of

Training Goals

Devising Training

Programme

Implementation of

Training programme

Evaluation of Results


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concept and help acquire vision to look into the distant future.

In addition to these, there is a need to impart ethical

orientation, emphasize on attitudinal changes and stress upon

decision-making and problem-solving abilities.

SKILLS

Training, as was stated earlier, is imparting skills to

employees. A worker needs skills to operate machines, and use

other equipment with least damage and scrap. This is a basic

skill without which the operator will not be able to

function.There is also the need for motorskills. Motor skills (or

psychomotor skills, as they are sometimes called) refer to

performance of specific physical activities. These skills involve

to move various parts of ones body in response to certain

external and internal stimuli. Common motor skills include

walking, riding a bicycle , tying a shoelace, throwing a ball, and

driving a car.5 Motor skills are needed for all employee-from

the janitor to the general manager. Employees , particularly

supervisors and executives, need interpersonal skills popularly

known as the people skills, Interpersonal skills are needed to

understand oneself and others better, and act accordingly.

Examples of interpersonal skills include listening, persuading,

and showing an understanding of other feelings.

Education


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The purpose of education is to teach theoretical concept

and development .A sense of reasoning and judgment. That any

training and development program must contain an element of

education is well understood by HR Specialists. Any such

program has university professors as resource persons to

enlighten participants about theoretical knowledge of the topics

proposed to be discussed. Usually organizations encourage the

employees to do courses on a part-time basis. Chief Executive

officers (CEOs) are known to attend refresher courses

conducted by business schools. The late Manu Chabria, CMD,

Shaw Wallace, attended such a twomonth program at the

Harvard Business Schools. Education is more important for

managers and executives than for lower- cadre workers.

Development

Another component of a training and developmentprogram is development which is less skill-oriented but stresses

on knowledge. Knowledge about business environment,

management principles and techniques, human relations,

specific industry analysis and the like is useful for better

management of a company. An org. expects the following from

its managers they are deputed to attend any training&development programs:

1. How do we make our managers self-starters? How do we

imbibe them with a sense of commitment and motivation so

that they become self-generating?

2. How do we make them subordinate their parochial, functional

loyalties of the org. as a whole?


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3. How do we make them result-oriented? How do we help

them see and internalize the difference between activity and

results, and between efficiency and effectiveness?

4. How do we make them sensitive to the environment in which

they function, both at the workplace and outside?

5. How do we make them aware of themselves-their potential

and their limitations? How do we help them see themselves as

others see them and feel accept this self-image as a prelude to

change?

Ethics

There is need for imparting greater ethical orientation to a

training and development program. There is no denial of the

fact that ethics are largely ignored in businesses. Unethical

practices abound in marketing, finance and production function

in an organization .They are less and talked about in the

personnel function. This does not mean that the HR manager is

absolved of the responsibility of the production, finance or

marketing personnel indulge in the org. about the need for

ethical behavior.

Attitude Changes

Attitude represents feelings and beliefs of individuals

towards others. Attitudes affect motivation, satisfaction and jab

commitment. Negative attitudes needs to be converted into

positive attitudes. Changing negative attitude is difficult

because-

1. Employee refuses to change


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2. They have prior commitments, and

3. Information needed to change attitude may not be sufficient.

Nevertheless, attitudes must be changed so that employee feel

committed to the organization, are motivation for better

performance, and derive satisfaction from their jobs and the

work environment.

Decision making and problem solving skills

Decision-making and problem solving skills focus on methods

and techniques for making organizational decision and solving

work-elated Problems. Learning related to decision-making and

problem-solving skills seeks to improve trainees abilities to

define and structure problems, collect and analyze information,

generate alternative solution and make an optimal decision

among alternatives.. Training of this type is typically provided

to potential managers, supervisors and professionals


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Training Input at SPL

The training and development efforts at SPL designed to

develop the following:

l Helping employees satisfy personal goals through higher

level of skills and competencies.

l Developing individuals and team to meet the total needs of

the organization.

`SP has also packed into their training and development

program the differentiating Competencies of their parent

Unlived. The differentiating competencies

Clarity of purpose

Understands totality of a situation and sees clearly what need

to be done and how to achieve it.

Practical creativity

Creates business insights which can be turned into news andrealistic.

Objective analytical power

Develops accurate, objective assessments of what needs to be

done, even in complex and difficult situations.


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External orientation

Has a deep understanding of developments in the

external world, especially in society, consumers and technology

and in developments elsewhere in Unilever. Understands and

addresses the needs of the customers inside as well as outsideUnilever.

Entrepreneurial drive

Is constantly energized to improve business results in

both the short term and long term. Takes initiatives often

involving calculated risks and has the tenacity and resilience to

ensure achievement.

Leadership of teams

Inspires teams to supports business direction, develops

team capability and respects cultural differences.

Leadership of individuals

Inspires subordinates, sets high standards of

performance, holds subordinates accountable for achieving

them. Builds skills and capabilities of subordinates.

Adoptive influential skills

Successfully influences without hierarchical powerand maintains positive relationships with colleagues.


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Self-confident integrity

Stands up for convictions and value and takes

difficult decisions.

Team commitment

Works co-operatively as a member of a team and

is committed to the overall team objectives rather than own

interests.

Learning from experience

Activity learns from own failures and successes and

those of others. Summarizes training inputs for different

categories of employees. The inputs do not remain constant. As

time goes by, there will be greater emphases on certain inputs

at the cost of others. Changes are more like in the development

of executive and least in the training of clerical staff

Gaps In Training

Are our training and development program rich in

inputs discussed above? The answer is no if we go by the

study conducted by the Foundation for Organizational

Research and Education (EORE).10 The study covered 50

undertakings in the Central Public Sector. The respondents

were asked to express the extents of gaps existing in

knowledge, skills, and attitudinal aspects of the existing training

program across top, senior, middle and junior management


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levels. The ranks, in the areas perceived to have gaps in the

order of importance.

Training goes Techno-savvy

In today electronic, the Word Wide Web (www) is all-

pervasive. The Internet and intranet are changing the face of

training and learning. Using a Pc, a modem and a web browser,

it has become possible to learn online.

Web-based courses through distance learning are

virtual. An employee can simply connect to the Interne, study

the syllabus options available, and even take tests and advance

to the next level-all from his or her own house.

Global giants like Motorola and Ford Motor are reaping

the benefits of virtual learning.

Employees of Motorola have access of self-paced computer

based training (CBT) material through the firms Intranet.

Motorola offers nearly one hundred courses, mostly in

information technology. Virtual learning presents its own

challenges. The biggest being infrastructures to connect the

sentries organization across the seven seas. Web servers, ISDN


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lines, laptops, and personnel computer basic requisites. But

these facilities will pay of in the long-run. Firms investing in

virtual learning technologies can slash their training budgets by

30 to 50 per cent.

Learning through the web can be very convent for

employee; there are no fixed schedules or limitations of time.

One can attend the course home in the evening when one is at

leisure, or while traveling to work. The learners do not have to

depend on the trainers availability. It is not just the technical

program.

One advantage of computer-based soft-skills training is that it

helps maintain anonymity in situations that may be

discomforting for trainees. For example. Role-playing exercises,

may call for sharing personal information with stranger.

Techniques of Training

Technique Description

Ice Breakers Games to get tem members know each otherLeadership Games Exercises to teach different styles of leadership

Skills Games Tests to develop analytical skills

Technique Description

Communication Games Exercises to build bias-free listening and talking

Strategic Planners Games to test ability to plan ahead

Team-building Games Exercises requiring collaborative efforts


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Role Reversal Exercise to teach plurality of views

Implementation of the Training Program

Once the training program has been designed, it needs to

be implemented. Implementation is beset with certain

problems. In the first place most managers are action oriented

and frequently say they are too busy to engage in training

efforts. Secondly, availability of training is a problem. There is

also the problem of record keeping about the performance of a

trainee during his or her training period. This information may

be useful to evaluate the progress of the trainee in the

company.

Program implementation involves on the following lines:

1. Deciding the location and organizing training and other

facilities.

2. Scheduling the training program

3. Conducting the program.


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4. Monitoring the progress of trainees.


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Data analysis and Interpretation

Q 1. How many training programmes did youattend in last one year?

RESPONSE NO. OF RESPONDENTS PERCENTAGE

Less than 10 24 48

10-20 16 32

20-40 6 12

More than 40 4 8


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SAMPLE SIZE - 50

Figure 1

The above chart indicates that 48% of employees have

attended less than 10 training programmes whereas 32 % of

employees have attended 10-20 training programmes, it

means in every month there was 1 training programme

attended in the organization in last one year.

Q2.Your Organization considers training as a part

of organizational

Strategy. Do you agree with this statement?RESPONSE NO.OF RESPONDENTS PERCENTAGE

Strongly agree 23 46

Agree 14 28

Partly agree 10 20

Cant say 3 6


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Figure 2

The above graph indicates that 74% of employees are agreed

that training is a part of organizational strategy.

Q 3. To whom the training is given more in your

organization?


Senior staff(Higher

level managers)

5 10

Junior staff(Middle

line managers)

10 20

New staff 10 20

Based on

requirement

25 50


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Figure 3

The above graph indicates that 50% of employees felt that

training is given mostly on the basis of requirement whereas,

20% of employees felt that it is given to junior and new staffs.

Q 4. What is the most important barrier to Training and

Development

Programme in your organization?

RESPONSE NO.OF RESPONDENTS PERCENTAGE

Time 10 20

Money 8 16

Lack of interest by

the trainees

12 24

Non-availability of

skilled trainer

20 40


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Figure 4

The above graph indicates that 40 % of employees felt that,

most important barrier to Training and Development in the

organization is Non-availability of skilled trainers whereas, time

and lack of interest by the trainees are also a barrier to T&D

programme.

Q5. What mode of training method is normally used in

your

Organization?

RESPONSE NO.OF

RESPONDENTS

PERCENTAGE

Job rotation 7 14

External training 13 26

Conference/discus

sion

10 20

Programmed

instruction

18 36


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Others 2 4

Figure 5


programmed instruction is mostly used in the organization

whereas, external training and conference/discussions are also

used in the organization. It means that these 3 programmes are

mostly used by the organization.

Q6. What type of training is being imparted for new

recruitments in

your organization?


Technical training 15 30

Management

training

9 18

Presentation skill 10 20

Induction training 12 24


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Others 4 8

Figure 6


technical training is the most important training which is being

imparted for new recruitments in the organization ,it means

that the organization is insisting more on technical training.

Q7. The time duration given for a training period is?

RESPONSE NO.OF

RESPOND

ENT

PERCENT

AGE

Sufficient 28 56

To be

extended

4 8

To be

shortene

d

12 24

Managea 6 12


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ble

Figure 7

The above pie chart shows that 56% of employees felt that

time duration for a training programme is sufficient whereas

24% of employees felt that ,it should be shortened.

Q8. Comment on the degree to which the training

objective are met

during the training sessions?


All the objectives

are met

30 60

Some objectives

are met

7 14

Met according to 10 20


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the need

None of the

objectives are met

3 6

Figure 8

The above graph indicates that 60% of employees felt that all

the objectives are met during training sessions. It means

training sessions are running successfully in the organization.

Q9. Does the training programme help in your career

advancement?

RESPONSE NO.OF RESPONDENT PERCENTAGE

Strongly agree 23 46Agree 19 38

Neutral 6 12

Disagree 2 4


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Figure 9

The above graph shows that 84% of employees are agreed that

training programmes helps in their career advancement. It

means training programmes are helpful in career advancement

also.

Q10. How long will it take to implement the trained

process?


Less than 1 month 20 40

1-2 month 15 30

2-4 month 12 24

More than 4

months

3 6


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Figure 10


the organization takes less than 1 month to implement the

trained process.

FINDINGS

The findings of the study reveal that SIDHARTH PAPERS LTD has

a wide range of training & development programmes which

helps the employees to develop their skills and give the

standard performance. SIDHARTH PAPERS LTD also gives

rewards and promotions on a regular basis so, that the


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employees can achieve their personal goal as well as

organizational goal.

SUGGESTION

Understanding the demographics of workforce both

current and future.


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Identification of economic issues which have an

impact on the organizations sustainability.

Identification of organizational and cultural issues

which influence talent acquisition.

Knowledge about industry trends and emerging

issues.

Alignment of talent acquisition strategy with the overall

corporate strategic plan.

Measuring workforce performance on the basis of quality

of hire and time per hire.

Elimination of traditional paper methods and using latest

technological developments

Focusing on a long -term plan.

Managing workforce wholly.

CONCLUSION

The study concludes that, a solid employee-development

program can mean the difference between a successfulcompany and one that struggles. Indeed, the company's


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chances for growth are closely aligned with its commitment

toward fostering employee development. More and more

workers are looking for employers who can help them increase

their knowledge and skills. It's no longer enough to offer a

conventional benefits package. Companies that want to attract

-- and retain -- valuable people on staff need to actively

participate in their employees' growth and development. It's

rewarding for employees to expand their knowledge base and

take on new challenges, as it makes coming to work about

more than just a paycheck.


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QUESTIONNAIRE

1) How many training programmes did you attend in a year?


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Less than 10

10-20

20-40 More than 40

2) Your organization considers training as a part of

organizational strategy. Do you agree with this statement?

Strongly agree

Agree

Partly agree

Cant say

3) To whom the training is given more in your organization?

Senior staff (Higher level managers)

Junior staff (Middle line managers)

New staff

Based on requirement

4) What is the most important barrier to training and

development programme in your organization?

Time

Money

Lack of interest by the trainees


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Non availability of skilled trainer

5) What mode of training method is normally used in your

organization?

Job rotation

External training

Conference/Discussion

Programmed instruction

Others

6) What type of training is being imparted for new

recruitments in your organization?

Technical training

Management training

Presentation skill

Induction training

Others

7) The time duration given for a training period is?


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Sufficient

To be extended

To be shortened Manageable

8) Comment on the degree to which the training objective

are met during the training sessions?

All the objectives are met

Some objectives are met

Met according to the need

None of the objectives are met

9) Does the training programme help in your career

advancement?

Strongly agree

Agree

Neutral

Disagree

10) How long will it take to implement the trained process?

Less than 1 month


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1-2 months

2-4 months

More than 4 months

ANY SUGGESTIONS:

A) ..

B)..

C).

Name: ----------------------------------------------------------

Age -------------------------------------------------------------

Sex--------------------------------------------------------------

Phone no.-----------------------------------------------------------

BIBLLOGRAPHY

1Singh A.K. Human resource management

2 Flippo Edwin B., Human resource management

3 Jha A.K., Management of human resource

4 ASWTHAPA K, Human resource management


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5 Human resource management review IFCIA University.

6 Internet (google.com)

NILESH GOYAL

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